 identify problem (Existing information System)

o need for change in organization

o difficulties within the context of Human Resource Management
 leadership and motivation
o operations Management
 performance and quality of service
o no reported failures or damages in hardware (no technical issues)
o lack of responsibility for data maintenance and lack of training
o 3P’s
 people
 processes
 policies
o categorized management into three hierarchical levels
 strategic decisions at the top; where Aidensfield’s mangers stress the
need for alignment
 managerial in the middle; with responsibility for maintain data
 operational at the bottom; with poor support for storing and retrieving
data
 experiencing problems at all decision-making levels
o functionality
 system - sophisticated system is a mismatch to its low skilled workers
 information - high degree of data redundancy and inaccuracy
 service - lack of training from IT or other supplier.
o Usability
 User satisfaction - poor user satisfaction results from poor system
quality. This goes on to affect their intention to use the system
 Intention to use - independent development of unconnected systems
 Use - Low intention to use coupled with poor information quality results
in poor usage for the job process

o Utility
 Net Benefits - Variables have Negative impact on the benefits derived
from IS, thereby reducing its success
o Usability issues
o reduced resultant benefits for the organization as a whole
o poor value is carried through Aidensfields supply chain from the IT through the
organization to the customers or patients
o analysis from a value chain theory perspective will be inconsequential because
when originally conceived, Porter (1985) was considering mainly product supply
chains and not services.
 Value chain analysis is a strategic analytical and decision-support tool
that highlights the bases where businesses can create value for their
customers. The framework can also be applied to identify sources of
competitive advantage for businesses. Value chain is a set of consequent
 activities that businesses perform in order to achieve their primary
objective of profit maximization.
o

 solutions made
o problem remedies (adapting sophisticated technology restricts users’ acceptance
of IT due to knowledge barriers)
 Involve staff in development of sophisticated IS to increase their
acceptance.
 reduce sophistication and maintain low skill staff
 keep sophistication but train staff to bring them up to the level of the IS
o but
 adapting sophisticated technology restricts users’ acceptance of IT due to
knowledge barriers
 it is insignificant if IT is actually capable of doing a job or if it cannot
because if users aren’t able to interpret it as capable, they still will not
utilize it for that purpose.
 to concentrate on how and why staff come to believe their systems do or
do not do certain tasks and not on what the systems can actually do
 possible to manipulate this flexibility using targeted training.
o contingent model of the effects of training on IS implementation success’
 to argue that training is capable of instilling knowledge into individuals
 fill the knowledge gaps
 equip them to surpass knowledge barriers
o with reduced sophistication
 able to gain knowledge using informal means, such as self-teaching and
discussions with colleagues
o but with little sophistication, training’s effect on IS success Is insignificant and
therefore is not a necessary expenditure

o Aidensfield is sometimes required to work in groups

 that increased task interdependence has adverse effects on IS
implementation
 taking on interdependent work usually demands the implementation of
unfamiliar work procedures which staff may not easily adapt
 success of these routines relies on high collaborative task knowledge
 ability for users to understand each other and relate
 training creates venues for communication and interaction between
users that can make users aware of the other users’ needs and recognise
when the others’ achievements are dependent on their own conduct
o discussion proves that even though the contingent effects of complexity of the IT
and task interdependence may be a drawback, adequate training will increase
each individual’s acceptance of IT and hence bring the organisation closer to IS
success
o the concept of organisational culture must not be overlooked
 open systems
 rational goal
 internal process
 human relations
 culture is highly dynamic and much broader than four categories
o deduced that Staff at Aidensfield are characterised by ‘differentiation’
 between work groups and an unhelpful lack of cooperation
 ‘egalitarianism’ in the reported group centred culture which takes
priority over individual interests
o even though they may have strongly differentiated group values, they are strong
and cohesive within their small groups. Combined with the aforementioned
collective rejection of technology, this may be why they have developed
independent systems within their groups which may actually work well for them
but are unconnected from the main organisational IS and not in line with the
organisational values
o problem with strategical alignment of the business and IT objectives
o smooth flow of knowledge between the IT department and the Business
managers
 Business managers’ participation in strategic IT planning
 IT managers’ participation in business planning
o modifying working procedures to create suitable social atmospheres
 Managers will therefore have the opportunities to share experiences and
opinions, discuss one another’s points of view, take part in impromptu
brainstorming sessions
 exchange developmental and motivational criticisms of each other
o On a conclusive note, Weak alignments of business and IT strategies may result in
the waste of expensive resources (Kearns and Sabherwal, 2006) like the
sophisticated IS at Aidensfield not being used properly. On the contrary, strong
alignment would reduce problems with IS’s implementation, as graphically
expressed, and also increased quality of IS planning which will result in increased
net benefits (ibid). Leonardi (2007) argues that it is only through this alignment
that businesses can enjoy the full potential of their ISs.
o In summary, this essay has used the TOC five steps approach to delineate a
possible strategic response for Aidensfield senior management by first of all using
strong theory to identify the constraint i.e., analyse and understand the issues
present, before developing remedies that could serve as methods of exploiting
 and subordinating the systems constraints. Along the line some theories were
thought to be useful and applicable while others were practical but not valuable
e.g. the rigid taxonomy behind Quinn’s (1983) competing values framework. It
then stressed the importance of strategic alignment guiding towards a closing
statement; It is not enough to just stop at this point and assume imminent success.
There is a need for the continuous evaluation of the success or failure of IS and “it
is important that the feedback loop works effectively” (Beynon-Davies, 2002, p.
295). The ability to adapt continuously to changes after each evaluation is the true
competitive weapon that will keep Aidensfield’s business alive (Byrd & Turner,
2001).

 alternate solution
o
 reflection
o